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Summary of NCB pilot areas
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Summary of NCB pilot areas

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  • 1. BIRMINGHAM: Castle Vale [Population: c10,000] Aspirations… … will be achieved by…• A fit and active community • Better co-ordination between GPs and• More responsive and local services community-based Health providers to with increased take up and better develop a package of tailored services, outcomes managed by…• Community control of local services • A Castle Vale Health and Well-being Board that will manage pooled budgets and commission local health services. This activity would be complemented by: • The possible transfer of a swimming pool, football stadium and playing fields, and a nature conservation area to community ownership Challenges… • Time commitment required by health partners to disaggregate budgets and establish new ways of working • Encouraging and supporting local residents to take advantage of opportunities to co-design
  • 2. BIRMINGHAM: Shard End [Population: c25,900] Aspirations… … will be achieved by…• To build pride in the community • Establishing a locally governed body• To resolve some of the deeply capable of driving the agenda for the entrenched issues in the community area and of managing:- through locally determined action • Assets – e.g. the newly-built library and community hub and the community leisure centre transferred from the City Council, and • A community-based budget worth around £500k that would include initially libraries, neighbourhood advice services, community development, sport and leisure, expanding to other themes over time Challenges… • Encouraging and supporting local residents to take advantage of opportunities to co-design • Establishing appropriate governance arrangements
  • 3. BIRMINGHAM: Balsall Heath [Population: c14,000] Aspirations… … will be achieved by…“to further empower the resident customer • Identifying with statutory partners what by giving them a neighbourhood purse to their budget for the neighbourhood is spend on the services they, not the and how much of it can be pooled provider, chooses and on a range of • Supporting residents and voluntary preventative measures which produce ‘better for less” agencies to choose how much of that pooled budget to spend on community priorities • A resident-led neighbourhood strategic partnership which will hold and allocate the budget, and account for its spending Challenges… • Persuading all partners to move from doing things to residents to doing things with them • Helping professionals to let go and follow the lead of resident customers in a new partnership of equals
  • 4. BRADFORD: Little Horton Ward [Population: c20,500] Aspirations… … will be achieved by…“we want to see the community taking • Bringing together youth and sports ownership of local issues” provision in the area, creating a new social enterprise to better serve our“shifting from process to outcomes… young people and innovate from ‘I will do’ to ‘we will do’…from • With a neighbourhood body – possibly dependency to prosperity” an adapted parish council – providing governance and potentially managing a budget of £2.5 - £5m Challenges… • Level of risk involved in the community sector taking on public sector staff with TUPE and pension issues • Encouraging and supporting local residents to take advantage of opportunities to co-design
  • 5. HAVERHILL [Population: c24,000] Aspirations… … will be achieved by…“services that are Haverhill-specific, driven • Starting with youth provision and public by local people and managed by the One realm, work out budgets that can be Haverhill Partnership” devolved“we don’t want to create another tier of local • Building capabilities of different local government … we want to get away from communities, including businesses, so ‘service speak’ and sweep away notions of they can actively define and shape how local authorities do things” service outcomes • Strengthening the One Haverhill partnership to direct services Challenges… • Developing an incremental approach that reflects local priorities and has the potential to expand its ambition • Enabling all parts of the local community to get involved in co-designing the approach
  • 6. ILFRACOMBE [Population: c14,000] Aspirations… … will be achieved by…• Better health, economic prosperity and • Bringing the team of partners together high quality living environment for under a single Ilfracombe Commissioning Ilfracombe residents Board• A revitalised community that is • Offering full transparency to our empowered to direct public service “shareholders” (residents) by allowing them delivery to see what’s spent where in our town• Public services that suit the needs of our through a Virtual Bank community & the individual. • Giving our shareholders a louder voice &• Lone working eradicated! Our public, greater control over what’s spent and private & voluntary service “team” will work prioritised by the Board by improved with the community to identify & tackle methods of communication problems together. • Being innovative and visionary Challenges… • Enthusing & persuading the community that this is a real opportunity for greater control. • Merging the vastly different systems and objectives of our partner agencies • Unpicking aggregated budgets to allow expenditure to be fed into the Virtual Bank • Defining scope of what can and cannot be managed at local level. • Measuring the success including SROI
  • 7. KINGSTON: Norbiton [Population: c10,500] Aspirations… … will be achieved by…“To improve the lives of communities in Norbiton by giving them more control • Testing the concept and co-designing a and influence over the priorities and radical proposal for local service resources set for their area” redesign“To raise awareness across all residents • Aligning the objectives of two pilots: and communities so that all have the opportunity to be informed and involved o Neighbourhood Community Budgets at the level of their choosing” and Local Integrated Services; o Mapping and pooling partner budgets in line with community priorities to take our activity to the next level in terms of devolving more power and influence to the local level Challenges… • Managing community and Member expectations (outcomes; pace of project; no budget) • Ongoing capacity of partners to deliver • Willingness to engage at all levels • Willingness of budget holders at all levels to let go of their budgets and devolve spending decisions to neighbourhood level
  • 8. NEWCASTLE: Cowgate, Kenton Bar and Montagu [Population: c10,500] Aspirations… … will be achieved by…“we want to provide services the community needs through the most Making the social and physical assets in effective and locally responsive the community work to... mechanism” • Provide peer-led family support through local people with real life’ experiences...“the key challenge will be changing perceptions embedded in both public • Enable asset-backed local social services and residents” enterprise managing community and social housing facilities that can... • Commission and be commissioned to deliver local services, including family support Challenges… • Developing an approach that can accommodate different characteristics and histories within the neighbourhoods • Encouraging and supporting local residents to take advantage of opportunities to co-design
  • 9. TUNBRIDGE WELLS: Sherwood [Population: c6,850] Aspirations… … will be achieved by…“the community working in unity” • An initial focus on early intervention for families, building on the current Family Intervention Programme, which will be“a community led approach to service further informed by:- delivery focussed on preventative • Insight work to determine what the current rather than reactive activity” experiences of services looks like from the residents perspective, which will lead in due course to: • the community being supported to help redesign services to meet local needs with: • The local community centre as the hub for joined-up service delivery for all residents Challenges… • Encouraging and supporting local residents to take advantage of opportunities to co-design
  • 10. WESTMINSTER: Queens Park [Population: c11,500] Aspirations… … will be achieved by…• Improve outcomes for children and young • Setting up a Recovery and Early people / families at risk Action Partnership (REAP)• Create a formal role for residents in • Involving local residents in bringing service development and delivery together and co-designing key• Improve communications between the community and service providers services• Create a sense of ownership and • Potentially pooling budgets, where belonging – bring together people from appropriate / feasible across the different neighbourhoods that • Promoting civic engagement exist within Queens Park Challenges… • Being clear about the constraints / limitations of a neighbourhood budget, getting buy-in & developing trust • Developing sustainable governance arrangements • Encouraging and supporting local residents to take advantage of opportunities to co-design services
  • 11. TOWER HAMLETS: Poplar [Population: 25,000] Aspirations… … will be achieved by…• Demonstrate the legitimacy of the • Mapping the resources that are coming voluntary and community sector into the area• Make the case for decentralisation to local • Creating / simplifying funding streams authority officers and politicians • Developing services in a way that• Engage with residents and use their skills, responds more effectively to the needs where possible of residents• Address frustrations about siloed funding streams, which dont support integrated solutions and delivery of services Challenges… • Being clear about the focus of the neighbourhood budget - getting buy-in from relevant providers and the wider community and securing the technical and political will • Engaging, encouraging and supporting the wider community to take advantage of opportunities to co-design services • Developing appropriate governance
  • 12. HAMMERSMITH & FULHAM: White City [Population: c9,000] Aspirations… … will be achieved by…“…give the people of [White City] • Routing funding for physical ultimate control over the decisions regeneration, economic development which affect them” and social investment through a single neighbourhood pot – including public,“…delivering a bespoke strategy for private and third sector resources. social renewal focussed on: families, employment and crime” • Priorities set by the community through a new Neighbourhood Forum representing the range of local community groups – backed up by local polling and community engagement volunteers Challenges… • Ambitious agenda, will need substantial engagement from the community and partners • One of a number of different initiatives in the area – will need to ensure they join up, especially in approach to the community